Productivity

What’s the single most important practice or initiative that organizations must pursue in the year ahead in order to best meet their future talent imperatives? The executives–from companies such as IBM, Microsoft, and Starbucks – and thought leaders – including John Boudreau, Tom Rath, and Marshall Goldsmith–we asked to posit about 2020 identified several issues
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Organizations talk a lot about encouraging innovation, but fostering new ideas and concepts has been a priority at 3M for a long time.   3M’s 15% Culture might best exemplify the consumer product company’s long-term commitment to creating an environment conducive to innovation. For more than 70 years, 3M has urged its employees to devote
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Takeaway: The article is too long/varied to write up a summary, but it’s pretty skimmable! Estimated Reading Time: 5 minutes, 47s. I’m probably not equipped to give you advice on how you should live your life. And, when you think about it, who is? We all live different lives, face different challenges, and are all
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While the strategic priorities for the members of i4cp’s Chief Diversity Officer Board are varied, the goal of promoting and developing inclusive leadership is clearly a shared objective for the year ahead. Almost all respondents to our recent Board Priorities Survey mentioned initiatives planned for 2020 related to building out the capabilities of inclusive leaders
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Talent acquisition (TA) leaders recognize that the achievement of their organizations’ business strategies hinge on their ability to bring in the best talent. In the process, they must shrewdly leverage data and marketplace insights to enable talent decisions, deliver targeted sourcing/acquisition of talent, impact representation, continuously improve experience for both the candidate and the hiring
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The majority of mergers and acquisitions fail, and most of the time when they don’t work out, “culture synergy” is the culprit. Yet organizational culture is rarely explored at the outset of M&A transactions…it’s almost always about the economic or business fit. New research from the Institute for Corporate Productivity (i4cp) reveals that high-performance organizations
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Takeaway: There are countless ways to form a new habit, which James Clear covers in Atomic Habits (and in our interview). A few of my favorites: sort your habits by how much they’ll help you out in the long-run; become more thoughtful about your environment; question habits that provide immediate enjoyment; make new habits take
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Predicting what lies ahead for your business is always a tricky proposition. Never has that been truer than right now, when business leaders find themselves in an environment of frequent, almost constant disruption—an environment in which an organization’s priorities seem to shift by the second.   All that said, we asked the group of business
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One overarching focus encompasses the top priorities of strategic chief human resources officers in the coming year: To provide their boards, CEOs, and other business leaders with data-driven insights and corresponding actions related to workforce readiness and risk. These critical insights and actions will be focused on enabling the execution of an evolving business strategy,
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To leaders across industries, organizations, and business functions, the Institute for Corporate Productivity (i4cp) is synonymous with next practices. A next practice is a strategy strongly correlated to better market performance, but in use to a very limited extent by organizations overall. Typically, next practices are found more frequently in high-performance companies—those that consistently excel
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Takeaway: When we have a bit of time to relax, we tend to spend time on activities that provide us with a quick dopamine hit. This is especially the case when we spend our downtime in the digital world. The key to relaxation is to invest in strategies that make your mind less stimulated. Usually
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In Part I of this two-part conversation with collaborative change and organizational design expert Gervase R. Bushe, Ph. D, we explored rethinking how to approach major change initiatives using the concept of Dialogic OD and generative change.  In this continuation of the conversation, and building on i4cp’s Culture Renovation® research, which revealed the criticality of
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Only five months remain until the i4cp 2020 Next Practices Now Conference , the #1-ranked conference for senior HR leaders, brings together over 400 senior human capital executives for three days of focus on cutting-edge HR approaches and high-level networking. Already boasting a speaker list of top executives, i4cp is pleased to announce the addition
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With constant demand for workers comes new demand for talent acquisition leaders. Couple that with historic talent shortages, progressive organizations are thinking outside the box when it comes to finding heads of TA who can develop a competitive advantage. Ivan Perry, i4cp’s VP of Talent Acquisition and co-leader of i4cp’s HR executive search firm, weighed
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The Institute for Corporate Productivity’s (i4cp) recent study, Culture Renovation: A Blueprint for Action, reveals a classic polarity at play in successful culture change initiatives: successful efforts are characterized by strong top-down (CEO level) leadership, but just as importantly by a co-creation mindset, with broad and meaningful engagement/ownership on the part of employees (i.e., bottom
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Imagine that you’ve spent the last four, eight, or more years investing everything you are into becoming the best of the best as a member of the U.S. military. Now it’s time to transition to civilian life. Or maybe you already have, but the work world seems like alien territory. What do you do? How
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